Faculty Faculty Selection, Evaluation, Roles, Welfare, and Development Introduction 4. A. 1. The institution employs professionally qualified faculty with primary commitment to the institution and representative of each field or program in which it offers major work. Analysis and Appraisal The discussion about this standard will focus on three areas: faculty qualifications, faculty commitment, and hiring policies. A table or graph will illustrate certain points. Faculty Qualifications The college employs professionally qualified faculty to teach in their areas of expertise. Academic faculty hold a minimum of a master’s degree in their field or discipline. Vocational faculty, with few exceptions, hold either an associate degree, a baccalaureate degree, a master’s degree, or other terminal or professional degree. The number of academic faculty is 257. Of these 78 are full-time and 179 are adjunct. At least one faculty member represents each field or program in which the college offers major work in the academic area. The number of vocational faculty is 142. Of these 14 are full-time and 128 are adjunct. At least one faculty member represents each field or program in which the college offers a vocational course or program. The numbers of the academic and vocational faculty are shown in Table. (to be prepared/inserted—here is a start)
Academic Faculty 257
Vocational Faculty 142
Full-time 78
Full time 14
The graph below represents the total numbers of faculty. The credentials of the academic faculty are shown in Table. (to be prepared/inserted—here is a start) (Data need to be furnished by the Human Resources Department.)
Baccalaureate
Master’s
Doctoral
Other
(number of faculty to be inserted)
(number of faculty to be inserted)
(number of faculty to be inserted)
(number of faculty to be inserted)
The credentials of the vocational faculty are shown in Table. (to be prepared/inserted—here is a start) (Data need to be furnished by the Human Resources Department.)
Baccalaureate
Master’s
Doctoral
Other
(number of faculty to be inserted)
(number of faculty to be inserted)
(number of faculty to be inserted)
(number of faculty to be inserted)
Faculty Commitment Faculty who are full-time have a primary commitment to the institution in that the majority of their workload is teaching. The Faculty Agreement addresses the issue of moonlighting. (See Faculty Agreement.) Faculty who are adjunct may not have a primary commitment to the college unless they teach a substantial number of courses or credits at this institution. The length of their employment at the college may also affect their commitment. A profile of both the full-time and adjunct faculty is shown in Table_. (to be prepared/inserted). This table shows the degree or credential’s status for the faculty, years of employment at this college, and total teaching experience. This sheds light on commitment.
Name
Highest Degree
Full-Time or Adjunct
Years of Employment here
Total teaching experience
(Data need to be furnished by Human Resources.) Hiring Policies (See material provided by Samantha Soto.) Strengths A strength is the number and academic preparation of the academic faculty. The number of adjunct academic faculty shows commitment and interest in education by individuals who have academic credentials. The credentials of many of the full-time vocational faculty are an indication of program strength. The commitment of long-term faculty is a strength. The large number of newer faculty members is a strength for the future. Challenges A challenge is the extensive use of adjunct faculty. This is most evident in the vocational faculty. Future Direction/Recommendations The college may benefit by having more full-time faculty in relation to adjunct faculty. This seems most apparent in terms of the vocational faculty. The college should aim to retain experienced full-time and adjunct faculty. 4.A.2 Faculty Participate in academic planning, curriculum development and review, academic advising, and institutional governance. Academic Planning, Development and Review Analysis and Appraisal Faculty participate actively in academic planning from inception of curriculum to on-going review and assessment. Strengths ·Curriculum development originates from the faculty members. Faculty themselves create the course outlines that are reviewed and approved by Instructional Council. ·Faculty make up approximately half the membership of Instructional Council. There are two faculty representatives from each division and one member from the basic skills area for a total of 11 faculty. Thus 47% of Instructional Council members are faculty. Each division, and the voice of faculty, are clearly present in this make-up. ·Faculty are also involved in on-going curriculum review and assessment. For example there are 11 faculty members on the Assessment and Research Council (ARC) representing the instructional divisions. ·Faculty representation was specifically sought for the “Program/Service Department Review Taskforce”, a taskforce charged with developing the process by which all college academic programs and services are reviewed. ·Chart XX is a flow chart of curriculum development, review, and assessment. Placeholder: Insert flow chart of curriculum development review, and assessment here. Still under development. Challenges ·None identified at this time. Future Direction/Recommendations ·Continue with current level of faculty involvement. Continue involving faculty once the “Program/Service Department Review Taskforce” has set forth recommendations. Academic Advising Analysis and Appraisal (Overlap with 2.B.1 and 2.C.5. Still need to determine how to connect to 4.A.2 and extent of writing needed in this section. sas) Strengths ·TBD Challenges ·TBD Future Direction/Recommendations ·TBD Governance Analysis and Appraisal Faculty are actively involved in institutional governance both at the division level and the broader institutional level. In the last two years in particular the opportunities for shared governance have expanded and faculty involvement in decision-making has increased through committee work and newly established program leads. See appendix XX? for a complete list of college committees and membership for the 2009-2010 academic year. Strengths ·Changes in the structure of College Council (Appendix XX?) have included an increase in faculty members from two to three and the designation of two of these members as faculty leaders, the President of the Faculty Union and the President of the Faculty Senate. Through this designation the Council is recognizing faculty leaders that the faculty body have chosen themselves through an election process. ·Faculty Senate has an expanded role in college governance. For example Faculty Senate officers now set the All Faculty Meeting agendas and the Senate President facilitates those meeting. The agenda items are set in coordination with the President and Vice-President of Instruction. Additionally Senate Officers have quarterly meetings with the President and Vice-President of Instruction to discuss issues of common concern and this has led to enhanced communication with faculty. ·Faculty involvement on ad hoc committees is consistently sought. For example chairs of committees consistently call upon the Faculty Union and Faculty Senate Presidents for assistance in identifying faculty interested/available in participating in ad hoc committee work. ·Faculty membership on standing committees are determined at the end of each academic year for assignments in the next school year. In this way faculty can prepare for their committee responsibilities commencing with the upcoming fall quarter and document this in their annual work assignment. ·PLACE HOLDER: Refer to responses from survey here. ·With the 2008-2009 school year the College implemented a new instructional reorganization which included the designation of nine Program Leads for selected academic programs. As Leads these faculty have direct oversight and influence within their divisions and program. Program lead responsibilities and compensation are outlined inthe Faculty Contract, appendix XX, Article I.6, and Article VII.5.C. ·Faculty have more influence in awarding of Summer and Extended Studies Awards than in the past. Procedural changes in the last year have led to greater faculty governance and streamlining of Summer and Extended Studies Awards process. See Faculty Contract, Appendix XX, Article 6.9.F Challenges ·None identified at this time. Future Direction/Recommendations ·Continue with current level of faculty involvement in college governance at the division and institutional levels. 4. A. 3. Faculty workloads reflect the mission and goals of the institution and the talents and competencies of faculty, allowing sufficient time and support for professional growth and renewal. Analysis and Appraisal Focal points of this area include the following: faculty workloads reflect mission and goals of the institution, teaching workload, and profession growth and renewal. Tables or graphs are included where pertinent. Faculty Workloads Reflect Mission and Goals of Institution Faculty workloads reflect the mission and goals of the institution. The catalog states that the college’s mission is “We engage our community in learning…for life.” (See 2008-2009 College Catalog, page 4.) Goals of the institution are to be student-centered and to be effective, efficient and fiscally accountable. (See 2008-2009 College Catalog, page 4.) Workload is specified in the contract. (Details to be extracted/provided.) Workload disparities between academic and vocational faculty have been an issue. Vocational faculty have a greater amount of contact time than do academic faculty. Some progress was made for more equitable workloads in the last contract. Teaching Workload The contract specifies that_. Table___shows the comparison of academic and vocational faculty.
Faculty type
Classroom hours
Laboratory hours
Clinical hours
Academic faculty
Vocational faculty
Professional Growth and Renewal Faculty has access to the following resources for professional growth and renewal when funding is available. A Summer and Extended Studies fund exists for all faculty to use. An Exceptional Faculty Award fund is available. Perkins money may be available for vocational faculty. Some funds may also be available from department and division budgets. Access to each of these funds requires an application and approval process. A sabbatical program, with a competitive process, has been available to fund full or partial renewal activities for faculty (See Article XI of the Faculty Agreement.) Usually two faculty members are granted sabbatical following an application process and approval by the Board of Trustees. The sabbatical program is currently in suspension due to the current budget crisis. Tableshows the list of faculty who have received sabbaticals in the last ten years. The dates and length of their sabbatical is shown. Their sabbatical projects are also included. (to be prepared/inserted) (Data are needed from Human Resources.)
Name
Date
Length of sabbatical
Project/Topic
Faculty also participate in Professional Development Plans. Professors are encouraged by the administration and the union to participate in activities that will promote professional growth, maintain the quality of educational offerings and enhance the individual’s contribution to the general welfare of the college. Each faculty member, together with the Division Dean, develops their plan for professional development. (See Faculty Agreement.) Strengths The faculty reflect the mission and goals of the institution in that faculty engage the community in learning. Faculty workloads somewhat reflect the mission and goals of the institution. Workloads are related to the talents and competencies of the faculty. Some time and support are available for professional growth and renewal. Some improvement in the disparities of the workloads of academic and vocational faculty was made in the last Faculty Agreement. Some opportunities for professional growth and renewal exist. Faculty Development Plans exist. Challenges Disparities in the workloads of academic and vocational faculty still exists. The impact of the state’s budget on the college has suspended the sabbatical leave program. Other resources for professional growth may have been diverted from their intended purpose of helping the faculty members to grow and renew. Faculty development plans need to be meaningful and have adequate funding for desired courses, conferences, and projects. Future Direction/Recommendations Correction of the disparities between academic and vocational faculty should be a goal for the next Faculty Agreement. Re-gaining the opportunity and funding for the sabbatical program needs to happen. Funding for other sources of support for professional growth and renewal should be strengthened. Faculty Selection, Evaluation, Roles, Welfare and Development Introduction 4.A.4 Faculty salaries and benefits are adequate to attract and retain a competent faculty. Policies on salaries and benefits are clearly stated, widely available, and equitably administered Analysis and Appraisal The mean faculty salary at South Puget Sound Community College for 2008/2009 is 56,859.79. Compared nationally we are ranked 117th out of two year institutions. (Post source: Chronicle of Higher Education Full Time Instructional Staff Salary Comparisons). There is also a posted comparison of salaries in the state that lists South Puget Sound Community College as 23rd for the beginning salary and 18th for the mean out of the two year institutions state wide. The policy of the college is to not post the salary on the job posting, noting that salary is determined by education and experience, but SPSCC always puts new faculty coming into employment at the beginning salary on the salary schedule, which is $47,521.00 and this information is also posted in the faculty agreement which is posted online at the State Board for Technical and Community Colleges website and also on our personal website. Other benefits are all solicited on our intranet site, it also states that the new hire will have a competitive benefit package upon hire and in the orientation of new faculty, there is a thorough orientation process that explains in depth all the benefits which include health insurance, life insurance, long term disability, sick leave, auto and home insurance discounts, deferred compensation options, retirement, tuition fee waiver, etc. Strengths Challenges 4. A. 5. The institution provides for regular and systematic evaluation of faculty performance in order to ensure teaching effectiveness and the fulfillment of instructional and other faculty responsibilities. The institution’s policies, regulations, and procedures provide for the evaluation of all faculty on a continuing basis consistent with policy 4.1 Faculty Evaluation. Analysis and Appraisal This section deals with faculty evaluation and other faculty responsibilities. Faculty Evaluation Evaluation of a faculty member’s performance depends on whether the faculty member is tenured or in the probationary process. Tenured faculty participate in an on-going five year process of evaluation. Probationary faculty are evaluated quarterly. (See Faculty Agreement.) Evaluation also varies depending on whether a faculty member is full-time or adjunct. Adjunct faculty are evaluated by student evaluations, peer evaluation by a tenured full-time faculty member, by self-evaluation, and by his/her supervisor, either the Division Dean or appropriate administrator. (See Faculty Agreement and relevant administrative policies and procedures.) Other Faculty Responsibilities Faculty has additional responsibilities for student advising, developing program planning guides, and helping with department needs. Faculty also participates on hiring committees and other college committees. Vocational faculty is responsible for maintaining regulatory information about students and faculty. They also assure that all regulations and procedures for clinical facilities are managed and documented. Many vocation faculty implement working relationships with service agencies, health care facilities, and businesses in the community. Strengths The probationary review process is well-spelled out and followed. The tenure review process is in place and functional. Faculty carry out various duties and responsibilities in addition to teaching. This is most evident for the full-time faculty. Evaluation of adjunct faculty has been improved and managed better in terms of timing and documentation. Challenges The post tenure review process has become a five-year process which may be deemed too long of a time to judge effectiveness. Evaluation of adjunct faculty may need strengthening in order to be helpful to newer faculty members. Some full-time faculty may have a heavy burden of responsibilities in addition to teaching. Future Direction/Recommendations Continue to strengthen processes used for adjunct faculty evaluation. Re-assess whether the five-year process for evaluating tenured full-time faculty is worthwhile. Strengths Challenges 4.A.6 The Institution defines an orderly process for the recruitment and appointment of full-time faculty. Institutional personnel policies and procedures are published and made available to faculty Analysis and Appraisal The hiring process was recently challenged and a task force put into place to review the process and make recommendations to the Human Resources Department. A new policy manual for the hiring procedures is posted on the President’s website. This task force was made up of a cross section of the college community, faculty, classified, administrators and exempt employees. South Puget Sound Community College has an Affirmative Action Plan on record with the State of Washington. The college is committed to taking affirmative action to remedy minority or female underutilization in the job groups identified under the current Affirmative Action Plan. South Puget Sound has had experienced a low turnover rate. For 2005/06 - 4%, for 2006/07 – 3% and for 2007/08 there were 9 faculty retiring or resigning. SPSCC’s recruitment for faculty is usually taken to the Chronicle of Higher Education which is a national publication. Over the last 3 years faculty have either been recruited from adjunct faculty ranks or have come from states such as Nevada, Pennsylvania and Oregon. Strengths Challenges 4.A.7 – The institution fosters and protects academic freedom for faculty Analysis and Appraisal The faculty and institution are committed to academic freedom and scholarly research. This is reflected in the following documents: The statement on academic freedom is located on page seven in the Faculty Master Agreement under article V. See below: ACADEMIC FREEDOM AND PARTICIPATION BY FACULTY IN COLLEGE GOVERNANCE Academic Freedom: Each faculty member is entitled to freedom in the classroom in the discussion of the subject he/she teaches. Each faculty member is a citizen and as such has the same rights as other citizens. There is further articulation of this in the College Handbook: 4.29 Academic Freedom
Freedom for faculty and students to carry on a discourse of ideas within the classroom without interference from others shall not be abridged as long as no civil or criminal law violations have occurred. Faculty are obligated, however, to conduct courses scheduled so as to achieve the objectives stated in the course outline. No college employee or student shall interfere with the open and free expression of ideas in the classroom if the above conditions are met. It is further reaffirmed in the Student Code of Rights and Responsibilities: WAC 132X-60-045 Freedom of expression Fundamental to the democratic process are the rights of free speech and peaceful assembly. Students and other members of the college community shall always be free to express their views or support causes by orderly means which do not disrupt the regular and essential operations of the college. Concomitantly, while supporting the rights of students and other members of the college community, the college recognizes the responsibility to maintain an atmosphere on campus conducive to a sound educational endeavor. Persons expressing their opinion may not interfere with vehicular or pedestrian traffic or interfere with or disrupt the processes of the college. Strengths ·The institution recognizes that faculty effectiveness in teaching requires that they have academic freedom to explore ideas that may be controversial within their discipline with students in the classroom. See for instance the faculty development and teaching of Diverse Sexualities Sociology 275. ·The institution also recognizes that faculty may have skills and interests that go beyond the classroom. Since academic freedom helps foster a healthy college environment faculty are encouraged to advise relevant student clubs like BRICK (Building Revolution by Increasing Community Knowledge), the Psych/Soc club, the Forensics club, the Anthropology Club, and the Christian Fellowship to aid student research and debate of controversial ideas. Challenges It appears that there is not a separate process to handle grievances or challenges related to academic freedom. Such complaints or concerns are handled in the following way: · If faculty have concerns about violations/impairment of their speech these are handled through the grievance process and the faculty Union. ·Student concerns about instructor classroom speech or research are handled like any other complaint. Students can discuss their problem with the instructor, the relevant program lead, division dean or vice president of instruction. · The dean or relevant authority decides on the validity of such complaints and how they are decided upon. Future Direction/Recommendations It is not clear that a separate grievance or reporting process is needed at this point but could become necessary if the college community wishes it. 4.A.8 Part-time and adjunct faculty are qualified by academic background, degree(s), and/or professional experience to carry out their teaching assignment and/or other prescribed duties and responsibilities in accord with the mission and goals of the institution. Introduction Associate faculty and adjunct professors (faculty) are certified to teach classes assigned to them by their Division Dean. Associate faculty and adjunct professors must have related master’s degrees to teach all academic programs. Qualifications and references are verified by the Human Resources Office. The Human Resources Office ensures that associate faculty and adjunct professors have the required minimum qualifications by requesting official transcripts for the highest degree achieved. This transcript is placed in their personnel file. References are checked to be sure that professional experience, required to carry out their teaching assignment, is correct and appropriate for their prescribed duties and responsibilities. This is in accord with the mission and goals of the college. See Table 1, Institutional Faculty Profile (to be compiled this summer) and Table 2, Number and Source Terminal Degrees of Faculty (to be completed this summer). Number and FTE of Adjunct Professors
Division
Number
FTE
Instructional Planning and Development
Humanities/Communication
Social Sciences/Business
Natural and Applied Sciences
Applied Technology
Library/Media & Instructional Support Services
Analysis and Appraisal Strengths Challenges Future Direction/Recommendations 4.A.9 The employment practices for part-time and adjunct faculty include dissemination of information regarding the institution, the work assignment, rights, and conditions of employment. Introduction The college employs associate faculty and adjunct professors (faculty) in addition to __ full-time professors to teach our students. Many of our adjunct professors have been teaching for the college for many years. See if statistics are available.
1year
2-5 years
6-10 years
11-15 years
16-20 years
21+ years
The college hiring process for associate faculty and adjunct professors has changed. The dean of the division or Division Dean is the person responsible for hiring associate faculty and adjunct professors for their division. See Adjunct New Hire Process Flowchart. In the past it was the vice president for instruction who hired associate faculty and adjunct professors. The process for hiring associate faculty and adjunct professors is less stringent than that of hiring full-time professors. The Division Deans interview and selects the adjunct professor for their division. He or she then passes the application and Intent to Hire form to the Dean of Instructional Planning & Development (if the adjunct professor is teaching technical classes) or directly through to the Instruction Department (if the adjunct professor is not teaching a technical class) and then to the Human Resources Department. This process is also found in the Adjunct Faculty Handbook, which is updated each summer and available to associate faculty and adjunct professors on the college’s intranet and in the Human Resources Office. Since the last accreditation study, the Instruction Department has reorganized and consolidated their divisions to six. The Division Deans are responsible for dissemination of information to associate faculty and adjunct professors. The six divisions are: Instructional Planning and Development, Humanities/ Communication, Social Sciences/Business, Natural and Applied Sciences, Applied Technology, and Library/Media & Instructional Support Services. An associate faculty and adjunct professors orientation session is held in the each fall and new associate faculty and adjunct professors are invited to attend. The associate faculty and adjunct professors are also invited to attend fall in-service activities. The Division Deans have standardized their procedures so that each associate faculty and adjunct professors is given the same uniform information and each person is evaluated using the same forms and procedures. See Associate Faculty and Adjunct Professors Employment Letter and the Adjunct Faculty Handbook. The college’s associate faculty and adjunct professors are informed as to their responsibilities to the college and to the students. See Adjunct Faculty Handbook pgs. 19-24. The division deans at their time of hire provide the associate faculty and adjunct professors with a letter confirming (pending enrollment) their teaching schedule along with information about their contract, payroll information, key and parking pass, communication information (email), class cancellations, evaluations – student, peer, self, supplies and copying. See Associate Faculty and Adjunct Professors Employment Letter . The college’s instructional mission, expectations of faculty, work assignment, rights and responsibilities, and conditions of employment are also covered in the Adjunct Faculty Handbook . This handbook informs the associate faculty and adjunct professors about the college especially our Mission, Values, Pursuit of Excellence, Atmosphere of Accountability and Respect, Responsibility to our Communities, Fostering of Inclusiveness at our Campuses, and Providing Student-Centered Education. Also covered in this handbook is the college’s Commitment to Diversity and a letter from the College President extending his welcome to the associate faculty and adjunct professors. The college’s Adjunct Faculty Handbook covers a wide array of information – campus map, instructional calendar, resources, job description, evaluations, termination, contractual expectations (pay rate and eligibility for benefits), syllabi, grade reporting, class records, outcomes assessment records, adjunct professor leave (leave with pay, authorized absences, leave requests, and call-in procedures), travel regulations (approval and reimbursement), field trips, computer use policies, library media center, emergency information, earthquakes, fire, evacuation illness or injury, armed intruder, and sex offender notification), smoking policy, pets, children in the library, children in the classroom, complaint procedures (WAC 132x-60-080 student complaints and grievances and WAC 132x-60-090 Violations), staff development (seminars and/or training, summer and extended studies, and exceptional faculty awards), and forms. Associate faculty and adjunct professors are evaluated on a five year cycle. The Division Deans have standardized the evaluation process for associate faculty and adjunct professors. See SPSCC Adjunct/Associate Faculty Evaluation Guidelines. A spreadsheet with the ongoing evaluation schedule is kept and updated as the adjunct professor continues to work for the college. The spreadsheet includes classes taught, student evaluations, peer evaluations, supervisor’s evaluation, etc. See Adjunct Faculty 5-Year Evaluation Report 200 - 200_, and Peer Evaluation Guide/ Administrative Evaluation Guide. The Federation of Teachers, the Union for the Faculty, negotiate an agreement with the college which speaks to work assignments, rights and responsibilities, and conditions of employment. This is distributed by the Union to all associate faculty and adjunct professors. See Agreement Between the Board of Trustees of South Puget Sound Community College District Number XXIV and the South Puget Sound Community College District XXIV AFT/AFL-CIO. Analysis and Appraisal Strengths Challenges Future Direction/Recommendations 4.A.10 The institution demonstrates that it periodically assesses institutional policies concerning the use of part-time and adjunct faculty in light of the mission and goals of the institution Analysis and Appraisal According to the Faculty Union Contract “The administration recognizes and appreciates the contribution of adjunct professors to the educational programs at South Puget Sound Community College.” (See appendix XX.) SPSCC uses adjunct faculty to support the mission to “engage our community in learning for life.” Adjunct faculty are hired to teach classes within academic transfer programs and within professional/technical programs where they offer their professional expertise and knowledge. SPSCC assesses institutional policies regarding the use of adjunct/associate faculty and set forth in the Faculty Union Contract (Appendix XX?). For example, the College is currently reviewing hiring and evaluation policies for adjunct/associate faculty. The College has also implemented policies through the Union contract (Appendix XX?) to recognize the importance of adjunct/associate faculty and their visibility within the campus community. Table XX (I’ve attached this excel sheet to my notes and am not sure how to put into template. Excel sheet is from Darby K.)demonstrates that the ratio of full-time to adjunct/associate faculty has not changed significantly in the last ten years. The percentage of adjuncts has increased by only 1%. PLACEHOLDER: Table XX displays the ratio of adjunct/associate faculty to full-time faculty by department/division. Dr. Gerald Pumphrey, President, and Dorna Bullpit, Vice-President of Instruction, have both expressed dissatisfaction with the current ratio and a desire to increase full-time faculty positions based on budget constraints. Strengths ·Actively reviewing policies and process for hiring adjuncts. According to Dorna Bullpit -Vice President for Instruction, Human Resources and Instruction are currently reviewing the process of hiring adjunct instructors. ·Additionally, Instruction and Human Resources will soon be finished with a one-year long study of how adjunct faculty are evaluated. This should be complete in May 2009. This study was begun to address the current lack of consistently implemented policies for evaluating adjunct faculty. Adjunct faculty are evaluated, but the process and policies are inconsistently applied across instructional departments. ·Recognition of adjunct faculty expanded through language changes. Faculty Contract establishes the term “associate faculty” for those adjuncts who have taught 135 instructional units for the college. (See Appendix XX, Article 1.5) ·Recognition of adjunct/associate faculty by included them in the listing of faculty on the college website. (See Appendix XX, Article 6.4) ·In the last ten years SPSCC has not seen a significant increase in ratio of adjunct/associate to full-time faculty. ·Currently the college uses a process for determining full-time hires that will lead to a reduction in the ratio of adjunct/associate to full-time faculty over time. The current process to determine which positions will be filled is one in which the Division Deans submit their requests based on specific criteria. A broad-based committee of faculty and deans then score those requests against the criteria. One of the elements considered is the number of adjuncts utilized in that discipline area. See Supporting Document, Appendix XX “Scoring Matrix for Prioritizing Faculty Positions” as an example of the scoring matrix used to prioritize faculty positions in the 08-09. (I’ve attached this excel sheet from Martha Williams.) Challenges ·I have not found any clear institutional policies concerning the use of adjuncts that is in writing, other than the faculty contract. For example nothing in Board Policy Manual. Is this a problem? Do we as an institution need to change this? ·Policies and procedures for hiring and evaluating adjuncts/associate faculty applied inconsistently but this is in process of correction. ·While adjunct/associate faculty information has been added to the college website, the information that is in the college’s control is not kept up-to date in a timely fashion. As of April 2009 there were 36 errors on the page including missing information. ·Current budget constraints beyond the college’s control and increasing enrollments, both related to the larger state and federal economies, limit the ability to reduce ratio of adjunct/associate to full-time faculty. Future Direction/Recommendations ·Consistently follow policies and process for hiring of adjuncts based on results from policy review referenced above. ·Consistently apply new policies and procedures for adjunct evaluation beginning in the 2009-2010 year based on recommendations from study referenced above. ·Explore and establish procedures to update adjunct/associate faculty information on college website more frequently. ·Provide for some reduction in ratio of adjunct/associate faculty to full-time faculty as budgetary constraints allow. Scholarship, Research, and Artistic Creation 4.B.1 Consistent with institutional mission and goals, faculty are engaged in scholarly research and artistic creation. Faculty engage in a variety of scholarly research and artistic creation through individual professional improvement plans, summer/extended studies program, sabbatical leave program, exceptional faculty awards, and in-service programs. Each of these opportunities are outlined on the College Handbook. Insert examples of each from survey on scholarship, research and artistic creation. Question from Survey: “Please provide one to three brief examples of research, scholarly, or artistic activity you have participated in during the last five years:” Strengths TBD Challenges TBD Future Direction/Recommendations TBD 4.B.2 Institutional policies and procedures, including ethical considerations, concerning scholarship, research, and artistic creation, are clearly communicated. Analysis and Appraisal South Puget Sound Community College (SPSCC) requires faculty to maintain standards of ethical behavior in conjunction with Washington State Law, RCW 42.52, known as the "Ethics in Public Service law." This directive is clearly delineated inSection 2.05 Ethical Conduct and Conflict of Interest ofthe College Handbook, part of the documentation provided to all new faculty and made available on SPSCC’s intranet. Further SPSCC’s Board of Trustees is currently reviewing policy suggestions for SPSCC’s first Human Subjects Policy research protocols. This policy is expected to be created in 2009. (4.B.2) The necessity of scholarship and research is clearly communicated to faculty at SPSCC. The faculty contract incorporates concise language encouraging faculty to continue their professional development. The college encourages this development by compensating faculty for time spent on scholarship, requiring it as part of their overall performance plan, and increasing faculty pay over time for increased knowledge. Further SPSCC provides faculty with Sabbatical options to increase their knowledge, broaden their scholarly resources, and to perform extensive research projects to better improve their offerings to the college and students at SPSCC. (4.B.2, 4.B.5) (Artistic Creation—missing information)(4.B.2) 4.B.3 Consistent with institutional mission and goals, faculty have a substantive role in the development and administration of research policies and practices. SPSCC values the input of all employees including faculty when creating policies and procedures. The college council is the major college planning and policy recommending body. It receives and reviews policy/budget recommendations from campus operational work groups; and forwards recommendations to the President’s staff. It also assesses Institutional Effectiveness. College Council consists of the vice presidents; a classified staff representative; classified union representative; faculty senate representative; faculty union representative; administrative/exempt staff representatives (2); student representatives (3); institutional researcher, Members-At-Large (3); and Ex Officio Members (2). After review by the President’s staff, the president makes policy recommendations to the Board of Trustees.The most notable endeavor into policy for research at SPSCC is the policy on Human Subjects. It is currently on the next Board of Trustees agenda for a second reading on 3/12. Once created, this policy will dictate the procedural guidelines for conducting research projects with human subjects at SPSCC. (4.B.3) 4.B. 4 Consistent with its mission and goals, the institution provides appropriate financial, physical, administrative, and information resources for scholarship, research and, artistic creation. South Puget Sound Community College follows its mission and goals to provide faculty members with resources for scholarship, research, and artistic creation. This is supported by faculty being able to apply for and receive funding for grants, sabbaticals, summer/extended studies, and exceptional faculty awards. These opportunities provide faculty with professional development to develop new courses, learn new skills, or to enhance what they are already teaching. The College adheres to the written agreement between by and between the Board of Trustees and Community College District No. XX1V Federation of Teachers Local Number 4603, AFT/AFL-CIO with reference to Sabbatical Leave Policy and qualifications for the Summer/Extended Studies Program in addition to the criteria for Professional Improvement Credits. Insert –Examples of faculty projects over the last two years. Still in process – have obtained report from Patrick Chapman and requested from four others Insert – Excerpts from faculty contract and college handbook. Copy of handbook will be supplied as an exhibit. Strengths-TBD Challenges-TBD Future Direction/Recommendations-TBD 4.B.5 Consistent with its mission and goals, the institution Insert – List of funding over the last two years for grants, sabbaticals, summer/extended studies, and exceptional faculty awards. Have most of the information, but need to put into a chart format. Insert – Sabbatical Suspension Statement for 2009-2010 Academic Year – From February 2009 Board of Trustee Minutes. Faculty sabbaticals have been canceled due to budget constraints. The college will re-engage the process as soon as it is feasible to do so. 4. B. 6 Sponsored research and programs funded by grants, contracts, and gifts are consistent with the institutions mission and goals. Funding for professional development is provided through the College’s Foundation Office, Carl Perkins Grants, Puget Sound Energy, etc. (still working on funding sources) – have most of the information, but need to put into a chart format. A total of _ faculty received $_ of funding during (timeframe). See appendix _ for details. Strengths-TBD Challenges-TBD Future Direction/Recommendations-TBD 4.B.7 – Faculty are accorded academic freedom to pursue scholarship, research, and artistic creation consistent with the institution’s mission and goals. Analysis and Appraisal The institution supports faculty freedom to pursue scholarship, research and artistic creation consistent with its goals. Faculty workloads and governor mandated limits on out-of-state travel might prevent faculty from fully utilizing the funds available. Strengths The institution encourages faculty to continue to develop their areas of expertise by supporting scholarship, research and artistic creation through the sabbatical, summer and extended studies and exceptional faculty awards. The monies granted to faculty support their work. In 2007-2008 Kayana Hoagland received a one quarter sabbatical while Alan Baker was granted a one year research opportunity. In 2008-2009 Patrick Chapman and Diane Doss received one quarter sabbaticals while April Kindrick received a one year sabbatical. Currently the institution further supports academic freedom by providing funding for faculty scholarship, research, and artistic creation by supporting both the exceptional faculty awards ($37,000 available for 2008/2009) and the summer and extended studies ($42,140 available for 2008/2009). Challenges None that I’m currently aware of. Clearly funding for these programs may be an issue in the coming year but that is outside of the control of the institution. Recommendations Continue to protect academic freedom for faculty both in the classroom and in their scholarly research by continuing current funding levels as best possible.
Faculty Selection, Evaluation, Roles, Welfare, and Development
Introduction
4. A. 1. The institution employs professionally qualified faculty with primary commitment to the institution and representative of each field or program in which it offers major work.
Analysis and Appraisal
The discussion about this standard will focus on three areas: faculty qualifications, faculty commitment, and hiring policies. A table or graph will illustrate certain points.
Faculty Qualifications
The college employs professionally qualified faculty to teach in their areas of expertise. Academic faculty hold a minimum of a master’s degree in their field or discipline. Vocational faculty, with few exceptions, hold either an associate degree, a baccalaureate degree, a master’s degree, or other terminal or professional degree.
The number of academic faculty is 257. Of these 78 are full-time and 179 are adjunct. At least one faculty member represents each field or program in which the college offers major work in the academic area.
The number of vocational faculty is 142. Of these 14 are full-time and 128 are adjunct. At least one faculty member represents each field or program in which the college offers a vocational course or program.
The numbers of the academic and vocational faculty are shown in Table.
(to be prepared/inserted—here is a start)
The graph below represents the total numbers of faculty.
(to be prepared/inserted—here is a start)
(Data need to be furnished by the Human Resources Department.)
to be inserted)
to be inserted)
to be inserted)
to be inserted)
The credentials of the vocational faculty are shown in Table.
(to be prepared/inserted—here is a start)
(Data need to be furnished by the Human Resources Department.)
to be inserted)
to be inserted)
to be inserted)
to be inserted)
Faculty Commitment
Faculty who are full-time have a primary commitment to the institution in that the majority of their workload is teaching. The Faculty Agreement addresses the issue of moonlighting. (See Faculty Agreement.)
Faculty who are adjunct may not have a primary commitment to the college unless they teach a substantial number of courses or credits at this institution. The length of their employment at the college may also affect their commitment.
A profile of both the full-time and adjunct faculty is shown in Table_.
(to be prepared/inserted). This table shows the degree or credential’s status for the faculty, years of employment at this college, and total teaching experience. This sheds light on commitment.
Adjunct
(Data need to be furnished by Human Resources.)
Hiring Policies
(See material provided by Samantha Soto.)
Strengths
A strength is the number and academic preparation of the academic faculty. The number of adjunct academic faculty shows commitment and interest in education by individuals who have academic credentials.
The credentials of many of the full-time vocational faculty are an indication of program strength.
The commitment of long-term faculty is a strength. The large number of newer faculty members is a strength for the future.
Challenges
A challenge is the extensive use of adjunct faculty. This is most evident in the vocational faculty.
Future Direction/Recommendations
The college may benefit by having more full-time faculty in relation to adjunct faculty. This seems most apparent in terms of the vocational faculty. The college should aim to retain experienced full-time and adjunct faculty.
4.A.2 Faculty Participate in academic planning, curriculum development and review, academic advising, and institutional governance.
Academic Planning, Development and Review
Analysis and Appraisal
Faculty participate actively in academic planning from inception of curriculum to on-going review and assessment.
Strengths
· Curriculum development originates from the faculty members. Faculty themselves create the course outlines that are reviewed and approved by Instructional Council.
· Faculty make up approximately half the membership of Instructional Council. There are two faculty representatives from each division and one member from the basic skills area for a total of 11 faculty. Thus 47% of Instructional Council members are faculty. Each division, and the voice of faculty, are clearly present in this make-up.
· Faculty are also involved in on-going curriculum review and assessment. For example there are 11 faculty members on the Assessment and Research Council (ARC) representing the instructional divisions.
· Faculty representation was specifically sought for the “Program/Service Department Review Taskforce”, a taskforce charged with developing the process by which all college academic programs and services are reviewed.
· Chart XX is a flow chart of curriculum development, review, and assessment.
Placeholder: Insert flow chart of curriculum development review, and assessment here. Still under development.
Challenges
· None identified at this time.
Future Direction/Recommendations
· Continue with current level of faculty involvement. Continue involving faculty once the “Program/Service Department Review Taskforce” has set forth recommendations.
Academic Advising
Analysis and Appraisal
(Overlap with 2.B.1 and 2.C.5. Still need to determine how to connect to 4.A.2 and extent of writing needed in this section. sas)
Strengths
· TBD
Challenges
· TBD
Future Direction/Recommendations
· TBD
Governance
Analysis and Appraisal
Faculty are actively involved in institutional governance both at the division level and the broader institutional level. In the last two years in particular the opportunities for shared governance have expanded and faculty involvement in decision-making has increased through committee work and newly established program leads. See appendix XX? for a complete list of college committees and membership for the 2009-2010 academic year.
Strengths
· Changes in the structure of College Council (Appendix XX?) have included an increase in faculty members from two to three and the designation of two of these members as faculty leaders, the President of the Faculty Union and the President of the Faculty Senate. Through this designation the Council is recognizing faculty leaders that the faculty body have chosen themselves through an election process.
· Faculty Senate has an expanded role in college governance. For example Faculty Senate officers now set the All Faculty Meeting agendas and the Senate President facilitates those meeting. The agenda items are set in coordination with the President and Vice-President of Instruction. Additionally Senate Officers have quarterly meetings with the President and Vice-President of Instruction to discuss issues of common concern and this has led to enhanced communication with faculty.
· Faculty involvement on ad hoc committees is consistently sought. For example chairs of committees consistently call upon the Faculty Union and Faculty Senate Presidents for assistance in identifying faculty interested/available in participating in ad hoc committee work.
· Faculty membership on standing committees are determined at the end of each academic year for assignments in the next school year. In this way faculty can prepare for their committee responsibilities commencing with the upcoming fall quarter and document this in their annual work assignment.
· PLACE HOLDER: Refer to responses from survey here.
· With the 2008-2009 school year the College implemented a new instructional reorganization which included the designation of nine Program Leads for selected academic programs. As Leads these faculty have direct oversight and influence within their divisions and program. Program lead responsibilities and compensation are outlined in the Faculty Contract, appendix XX, Article I.6, and Article VII.5.C.
· Faculty have more influence in awarding of Summer and Extended Studies Awards than in the past. Procedural changes in the last year have led to greater faculty governance and streamlining of Summer and Extended Studies Awards process. See Faculty Contract, Appendix XX, Article 6.9.F
Challenges
· None identified at this time.
Future Direction/Recommendations
· Continue with current level of faculty involvement in college governance at the division and institutional levels.
4. A. 3. Faculty workloads reflect the mission and goals of the institution and the talents and competencies of faculty, allowing sufficient time and support for professional growth and renewal.
Analysis and Appraisal
Focal points of this area include the following: faculty workloads reflect mission and goals of the institution, teaching workload, and profession growth and renewal. Tables or graphs are included where pertinent.
Faculty Workloads Reflect Mission and Goals of Institution
Faculty workloads reflect the mission and goals of the institution. The catalog states that the college’s mission is “We engage our community in learning…for life.” (See 2008-2009 College Catalog, page 4.)
Goals of the institution are to be student-centered and to be effective, efficient and fiscally accountable. (See 2008-2009 College Catalog, page 4.)
Workload is specified in the contract. (Details to be extracted/provided.) Workload disparities between academic and vocational faculty have been an issue. Vocational faculty have a greater amount of contact time than do academic faculty. Some progress was made for more equitable workloads in the last contract.
Teaching Workload
The contract specifies that_.
Table___shows the comparison of academic and vocational faculty.
Professional Growth and Renewal
Faculty has access to the following resources for professional growth and renewal when funding is available. A Summer and Extended Studies fund exists for all faculty to use. An Exceptional Faculty Award fund is available. Perkins money may be available for vocational faculty. Some funds may also be available from department and division budgets. Access to each of these funds requires an application and approval process.
A sabbatical program, with a competitive process, has been available to fund full or partial renewal activities for faculty (See Article XI of the Faculty Agreement.) Usually two faculty members are granted sabbatical following an application process and approval by the Board of Trustees. The sabbatical program is currently in suspension due to the current budget crisis.
Tableshows the list of faculty who have received sabbaticals in the last ten years. The dates and length of their sabbatical is shown. Their sabbatical projects are also included.
(to be prepared/inserted) (Data are needed from Human Resources.)
Faculty also participate in Professional Development Plans. Professors are encouraged by the administration and the union to participate in activities that will promote professional growth, maintain the quality of educational offerings and enhance the individual’s contribution to the general welfare of the college. Each faculty member, together with the Division Dean, develops their plan for professional development. (See Faculty Agreement.)
Strengths
The faculty reflect the mission and goals of the institution in that faculty engage the community in learning. Faculty workloads somewhat reflect the mission and goals of the institution.
Workloads are related to the talents and competencies of the faculty. Some time and support are available for professional growth and renewal. Some improvement in the disparities of the workloads of academic and vocational faculty was made in the last Faculty Agreement.
Some opportunities for professional growth and renewal exist. Faculty Development Plans exist.
Challenges
Disparities in the workloads of academic and vocational faculty still exists.
The impact of the state’s budget on the college has suspended the sabbatical leave program. Other resources for professional growth may have been diverted from their intended purpose of helping the faculty members to grow and renew.
Faculty development plans need to be meaningful and have adequate funding for desired courses, conferences, and projects.
Future Direction/Recommendations
Correction of the disparities between academic and vocational faculty should be a goal for the next Faculty Agreement. Re-gaining the opportunity and funding for the sabbatical program needs to happen. Funding for other sources of support for professional growth and renewal should be strengthened.
Faculty Selection, Evaluation, Roles, Welfare and Development
Introduction
4.A.4 Faculty salaries and benefits are adequate to attract and retain a competent faculty. Policies on salaries and benefits are clearly stated, widely available, and equitably administered
Analysis and Appraisal
The mean faculty salary at South Puget Sound Community College for 2008/2009 is 56,859.79. Compared nationally we are ranked 117th out of two year institutions. (Post source: Chronicle of Higher Education Full Time Instructional Staff Salary Comparisons). There is also a posted comparison of salaries in the state that lists South Puget Sound Community College as 23rd for the beginning salary and 18th for the mean out of the two year institutions state wide.
The policy of the college is to not post the salary on the job posting, noting that salary is determined by education and experience, but SPSCC always puts new faculty coming into employment at the beginning salary on the salary schedule, which is $47,521.00 and this information is also posted in the faculty agreement which is posted online at the State Board for Technical and Community Colleges website and also on our personal website.
Other benefits are all solicited on our intranet site, it also states that the new hire will have a competitive benefit package upon hire and in the orientation of new faculty, there is a thorough orientation process that explains in depth all the benefits which include health insurance, life insurance, long term disability, sick leave, auto and home insurance discounts, deferred compensation options, retirement, tuition fee waiver, etc.
Strengths
Challenges
4. A. 5. The institution provides for regular and systematic evaluation of faculty performance in order to ensure teaching effectiveness and the fulfillment of instructional and other faculty responsibilities. The institution’s policies, regulations, and procedures provide for the evaluation of all faculty on a continuing basis consistent with policy 4.1 Faculty Evaluation.
Analysis and Appraisal
This section deals with faculty evaluation and other faculty responsibilities.
Faculty Evaluation
Evaluation of a faculty member’s performance depends on whether the faculty member is tenured or in the probationary process. Tenured faculty participate in an on-going five year process of evaluation. Probationary faculty are evaluated quarterly.
(See Faculty Agreement.)
Evaluation also varies depending on whether a faculty member is full-time or adjunct. Adjunct faculty are evaluated by student evaluations, peer evaluation by a tenured full-time faculty member, by self-evaluation, and by his/her supervisor, either the Division Dean or appropriate administrator. (See Faculty Agreement and relevant administrative policies and procedures.)
Other Faculty Responsibilities
Faculty has additional responsibilities for student advising, developing program planning guides, and helping with department needs. Faculty also participates on hiring committees and other college committees.
Vocational faculty is responsible for maintaining regulatory information about students and faculty. They also assure that all regulations and procedures for clinical facilities are managed and documented. Many vocation faculty implement working relationships with service agencies, health care facilities, and businesses in the community.
Strengths
The probationary review process is well-spelled out and followed. The tenure review process is in place and functional.
Faculty carry out various duties and responsibilities in addition to teaching. This is most evident for the full-time faculty.
Evaluation of adjunct faculty has been improved and managed better in terms of timing and documentation.
Challenges
The post tenure review process has become a five-year process which may be deemed too long of a time to judge effectiveness.
Evaluation of adjunct faculty may need strengthening in order to be helpful to newer faculty members.
Some full-time faculty may have a heavy burden of responsibilities in addition to teaching.
Future Direction/Recommendations
Continue to strengthen processes used for adjunct faculty evaluation. Re-assess whether the five-year process for evaluating tenured full-time faculty is worthwhile.
Strengths
Challenges
4.A.6 The Institution defines an orderly process for the recruitment and appointment of full-time faculty. Institutional personnel policies and procedures are published and made available to faculty
Analysis and Appraisal
The hiring process was recently challenged and a task force put into place to review the process and make recommendations to the Human Resources Department. A new policy manual for the hiring procedures is posted on the President’s website. This task force was made up of a cross section of the college community, faculty, classified, administrators and exempt employees.
South Puget Sound Community College has an Affirmative Action Plan on record with the State of Washington. The college is committed to taking affirmative action to remedy minority or female underutilization in the job groups identified under the current Affirmative Action Plan.
South Puget Sound has had experienced a low turnover rate. For 2005/06 - 4%, for 2006/07 – 3% and for 2007/08 there were 9 faculty retiring or resigning. SPSCC’s recruitment for faculty is usually taken to the Chronicle of Higher Education which is a national publication. Over the last 3 years faculty have either been recruited from adjunct faculty ranks or have come from states such as Nevada, Pennsylvania and Oregon.
Strengths
Challenges
4.A.7 – The institution fosters and protects academic freedom for faculty
Analysis and Appraisal
The faculty and institution are committed to academic freedom and scholarly research.
This is reflected in the following documents:
The statement on academic freedom is located on page seven in the Faculty Master Agreement under article V. See below:
ACADEMIC FREEDOM AND PARTICIPATION BY FACULTY IN COLLEGE GOVERNANCE
Academic Freedom: Each faculty member is entitled to freedom in the classroom in the discussion of the subject he/she teaches. Each faculty member is a citizen and as such has the same rights as other citizens.
There is further articulation of this in the College Handbook:
4.29 Academic Freedom
Freedom for faculty and students to carry on a discourse of ideas within the classroom without interference from others shall not be abridged as long as no civil or criminal law violations have occurred. Faculty are obligated, however, to conduct courses scheduled so as to achieve the objectives stated in the course outline. No college employee or student shall interfere with the open and free expression of ideas in the classroom if the above conditions are met.
It is further reaffirmed in the Student Code of Rights and Responsibilities:
WAC 132X-60-045 Freedom of expression
Fundamental to the democratic process are the rights of free speech and peaceful assembly. Students and other members of the college community shall always be free to express their views or support causes by orderly means which do not disrupt the regular and essential operations of the college.
Concomitantly, while supporting the rights of students and other members of the college community, the college recognizes the responsibility to maintain an atmosphere on campus conducive to a sound educational endeavor.
Persons expressing their opinion may not interfere with vehicular or pedestrian traffic or interfere with or disrupt the processes of the college.
Strengths
· The institution recognizes that faculty effectiveness in teaching requires that they have academic freedom to explore ideas that may be controversial within their discipline with students in the classroom. See for instance the faculty development and teaching of Diverse Sexualities Sociology 275.
· The institution also recognizes that faculty may have skills and interests that go beyond the classroom. Since academic freedom helps foster a healthy college environment faculty are encouraged to advise relevant student clubs like BRICK (Building Revolution by Increasing Community Knowledge), the Psych/Soc club, the Forensics club, the Anthropology Club, and the Christian Fellowship to aid student research and debate of controversial ideas.
Challenges
It appears that there is not a separate process to handle grievances or challenges related to academic freedom. Such complaints or concerns are handled in the following way:
· If faculty have concerns about violations/impairment of their speech these are handled through the grievance process and the faculty Union.
· Student concerns about instructor classroom speech or research are handled like any other complaint. Students can discuss their problem with the instructor, the relevant program lead, division dean or vice president of instruction.
· The dean or relevant authority decides on the validity of such complaints and how they are decided upon.
Future Direction/Recommendations
It is not clear that a separate grievance or reporting process is needed at this point but could become necessary if the college community wishes it.
4.A.8 Part-time and adjunct faculty are qualified by academic background, degree(s), and/or professional experience to carry out their teaching assignment and/or other prescribed duties and responsibilities in accord with the mission and goals of the institution.
Introduction
Associate faculty and adjunct professors (faculty) are certified to teach classes assigned to them by their Division Dean. Associate faculty and adjunct professors must have related master’s degrees to teach all academic programs. Qualifications and references are verified by the Human Resources Office. The Human Resources Office ensures that associate faculty and adjunct professors have the required minimum qualifications by requesting official transcripts for the highest degree achieved. This transcript is placed in their personnel file. References are checked to be sure that professional experience, required to carry out their teaching assignment, is correct and appropriate for their prescribed duties and responsibilities. This is in accord with the mission and goals of the college. See Table 1, Institutional Faculty Profile (to be compiled this summer) and Table 2, Number and Source Terminal Degrees of Faculty (to be completed this summer).
Number and FTE of Adjunct Professors
Analysis and Appraisal
Strengths
Challenges
Future Direction/Recommendations
4.A.9 The employment practices for part-time and adjunct faculty include dissemination of information regarding the institution, the work assignment, rights, and conditions of employment.
Introduction
The college employs associate faculty and adjunct professors (faculty) in addition to __ full-time professors to teach our students. Many of our adjunct professors have been teaching for the college for many years. See if statistics are available.
The college hiring process for associate faculty and adjunct professors has changed. The dean of the division or Division Dean is the person responsible for hiring associate faculty and adjunct professors for their division. See Adjunct New Hire Process Flowchart. In the past it was the vice president for instruction who hired associate faculty and adjunct professors.
The process for hiring associate faculty and adjunct professors is less stringent than that of hiring full-time professors. The Division Deans interview and selects the adjunct professor for their division. He or she then passes the application and Intent to Hire form to the Dean of Instructional Planning & Development (if the adjunct professor is teaching technical classes) or directly through to the Instruction Department (if the adjunct professor is not teaching a technical class) and then to the Human Resources Department. This process is also found in the Adjunct Faculty Handbook, which is updated each summer and available to associate faculty and adjunct professors on the college’s intranet and in the Human Resources Office.
Since the last accreditation study, the Instruction Department has reorganized and consolidated their divisions to six. The Division Deans are responsible for dissemination of information to associate faculty and adjunct professors. The six divisions are: Instructional Planning and Development, Humanities/ Communication, Social Sciences/Business, Natural and Applied Sciences, Applied Technology, and Library/Media & Instructional Support Services.
An associate faculty and adjunct professors orientation session is held in the each fall and new associate faculty and adjunct professors are invited to attend. The associate faculty and adjunct professors are also invited to attend fall in-service activities.
The Division Deans have standardized their procedures so that each associate faculty and adjunct professors is given the same uniform information and each person is evaluated using the same forms and procedures. See Associate Faculty and Adjunct Professors Employment Letter and the Adjunct Faculty Handbook.
The college’s associate faculty and adjunct professors are informed as to their responsibilities to the college and to the students. See Adjunct Faculty Handbook pgs. 19-24. The division deans at their time of hire provide the associate faculty and adjunct professors with a letter confirming (pending enrollment) their teaching schedule along with information about their contract, payroll information, key and parking pass, communication information (email), class cancellations, evaluations – student, peer, self, supplies and copying. See Associate Faculty and Adjunct Professors Employment Letter .
The college’s instructional mission, expectations of faculty, work assignment, rights and responsibilities, and conditions of employment are also covered in the Adjunct Faculty Handbook . This handbook informs the associate faculty and adjunct professors about the college especially our Mission, Values, Pursuit of Excellence, Atmosphere of Accountability and Respect, Responsibility to our Communities, Fostering of Inclusiveness at our Campuses, and Providing Student-Centered Education. Also covered in this handbook is the college’s Commitment to Diversity and a letter from the College President extending his welcome to the associate faculty and adjunct professors. The college’s Adjunct Faculty Handbook covers a wide array of information – campus map, instructional calendar, resources, job description, evaluations, termination, contractual expectations (pay rate and eligibility for benefits), syllabi, grade reporting, class records, outcomes assessment records, adjunct professor leave (leave with pay, authorized absences, leave requests, and call-in procedures), travel regulations (approval and reimbursement), field trips, computer use policies, library media center, emergency information, earthquakes, fire, evacuation illness or injury, armed intruder, and sex offender notification), smoking policy, pets, children in the library, children in the classroom, complaint procedures (WAC 132x-60-080 student complaints and grievances and WAC 132x-60-090 Violations), staff development (seminars and/or training, summer and extended studies, and exceptional faculty awards), and forms.
Associate faculty and adjunct professors are evaluated on a five year cycle. The Division Deans have standardized the evaluation process for associate faculty and adjunct professors. See SPSCC Adjunct/Associate Faculty Evaluation Guidelines. A spreadsheet with the ongoing evaluation schedule is kept and updated as the adjunct professor continues to work for the college. The spreadsheet includes classes taught, student evaluations, peer evaluations, supervisor’s evaluation, etc. See Adjunct Faculty 5-Year Evaluation Report 200 - 200_, and Peer Evaluation Guide/ Administrative Evaluation Guide.
The Federation of Teachers, the Union for the Faculty, negotiate an agreement with the college which speaks to work assignments, rights and responsibilities, and conditions of employment. This is distributed by the Union to all associate faculty and adjunct professors. See Agreement Between the Board of Trustees of South Puget Sound Community College District Number XXIV and the South Puget Sound Community College District XXIV AFT/AFL-CIO.
Analysis and Appraisal
Strengths
Challenges
Future Direction/Recommendations
4.A.10 The institution demonstrates that it periodically assesses institutional policies concerning the use of part-time and adjunct faculty in light of the mission and goals of the institution
Analysis and Appraisal
According to the Faculty Union Contract “The administration recognizes and appreciates the contribution of adjunct professors to the educational programs at South Puget Sound Community College.” (See appendix XX.) SPSCC uses adjunct faculty to support the mission to “engage our community in learning for life.” Adjunct faculty are hired to teach classes within academic transfer programs and within professional/technical programs where they offer their professional expertise and knowledge.
SPSCC assesses institutional policies regarding the use of adjunct/associate faculty and set forth in the Faculty Union Contract (Appendix XX?). For example, the College is currently reviewing hiring and evaluation policies for adjunct/associate faculty. The College has also implemented policies through the Union contract (Appendix XX?) to recognize the importance of adjunct/associate faculty and their visibility within the campus community.
Table XX (I’ve attached this excel sheet to my notes and am not sure how to put into template. Excel sheet is from Darby K.) demonstrates that the ratio of full-time to adjunct/associate faculty has not changed significantly in the last ten years. The percentage of adjuncts has increased by only 1%. PLACEHOLDER: Table XX displays the ratio of adjunct/associate faculty to full-time faculty by department/division. Dr. Gerald Pumphrey, President, and Dorna Bullpit, Vice-President of Instruction, have both expressed dissatisfaction with the current ratio and a desire to increase full-time faculty positions based on budget constraints.
Strengths
· Actively reviewing policies and process for hiring adjuncts. According to Dorna Bullpit -Vice President for Instruction, Human Resources and Instruction are currently reviewing the process of hiring adjunct instructors.
· Additionally, Instruction and Human Resources will soon be finished with a one-year long study of how adjunct faculty are evaluated. This should be complete in May 2009. This study was begun to address the current lack of consistently implemented policies for evaluating adjunct faculty. Adjunct faculty are evaluated, but the process and policies are inconsistently applied across instructional departments.
· Recognition of adjunct faculty expanded through language changes. Faculty Contract establishes the term “associate faculty” for those adjuncts who have taught 135 instructional units for the college. (See Appendix XX, Article 1.5)
· Recognition of adjunct/associate faculty by included them in the listing of faculty on the college website. (See Appendix XX, Article 6.4)
· In the last ten years SPSCC has not seen a significant increase in ratio of adjunct/associate to full-time faculty.
· Currently the college uses a process for determining full-time hires that will lead to a reduction in the ratio of adjunct/associate to full-time faculty over time. The current process to determine which positions will be filled is one in which the Division Deans submit their requests based on specific criteria. A broad-based committee of faculty and deans then score those requests against the criteria. One of the elements considered is the number of adjuncts utilized in that discipline area. See Supporting Document, Appendix XX “Scoring Matrix for Prioritizing Faculty Positions” as an example of the scoring matrix used to prioritize faculty positions in the 08-09. (I’ve attached this excel sheet from Martha Williams.)
Challenges
· I have not found any clear institutional policies concerning the use of adjuncts that is in writing, other than the faculty contract. For example nothing in Board Policy Manual. Is this a problem? Do we as an institution need to change this?
· Policies and procedures for hiring and evaluating adjuncts/associate faculty applied inconsistently but this is in process of correction.
· While adjunct/associate faculty information has been added to the college website, the information that is in the college’s control is not kept up-to date in a timely fashion. As of April 2009 there were 36 errors on the page including missing information.
· Current budget constraints beyond the college’s control and increasing enrollments, both related to the larger state and federal economies, limit the ability to reduce ratio of adjunct/associate to full-time faculty.
Future Direction/Recommendations
· Consistently follow policies and process for hiring of adjuncts based on results from policy review referenced above.
· Consistently apply new policies and procedures for adjunct evaluation beginning in the 2009-2010 year based on recommendations from study referenced above.
· Explore and establish procedures to update adjunct/associate faculty information on college website more frequently.
· Provide for some reduction in ratio of adjunct/associate faculty to full-time faculty as budgetary constraints allow.
Scholarship, Research, and Artistic Creation
4.B.1 Consistent with institutional mission and goals, faculty are engaged in scholarly research and artistic creation.
Faculty engage in a variety of scholarly research and artistic creation through individual professional improvement plans, summer/extended studies program, sabbatical leave program, exceptional faculty awards, and in-service programs. Each of these opportunities are outlined on the College Handbook.
Insert examples of each from survey on scholarship, research and artistic creation. Question from Survey: “Please provide one to three brief examples of research, scholarly, or artistic activity you have participated in during the last five years:”
Strengths TBD
Challenges TBD
Future Direction/Recommendations TBD
4.B.2 Institutional policies and procedures, including ethical considerations, concerning scholarship, research, and artistic creation, are clearly communicated.
Analysis and Appraisal
South Puget Sound Community College (SPSCC) requires faculty to maintain standards of ethical behavior in conjunction with Washington State Law, RCW 42.52, known as the "Ethics in Public Service law." This directive is clearly delineated in Section 2.05 Ethical Conduct and Conflict of Interest of the College Handbook, part of the documentation provided to all new faculty and made available on SPSCC’s intranet. Further SPSCC’s Board of Trustees is currently reviewing policy suggestions for SPSCC’s first Human Subjects Policy research protocols. This policy is expected to be created in 2009. (4.B.2)
The necessity of scholarship and research is clearly communicated to faculty at SPSCC. The faculty contract incorporates concise language encouraging faculty to continue their professional development. The college encourages this development by compensating faculty for time spent on scholarship, requiring it as part of their overall performance plan, and increasing faculty pay over time for increased knowledge. Further SPSCC provides faculty with Sabbatical options to increase their knowledge, broaden their scholarly resources, and to perform extensive research projects to better improve their offerings to the college and students at SPSCC. (4.B.2, 4.B.5)
(Artistic Creation—missing information)(4.B.2)
4.B.3 Consistent with institutional mission and goals, faculty have a substantive role in the development and administration of research policies and practices.
SPSCC values the input of all employees including faculty when creating policies and procedures. The college council is the major college planning and policy recommending body. It receives and reviews policy/budget recommendations from campus operational work groups; and forwards recommendations to the President’s staff. It also assesses Institutional Effectiveness. College Council consists of the vice presidents; a classified staff representative; classified union representative; faculty senate representative; faculty union representative; administrative/exempt staff representatives (2); student representatives (3); institutional researcher, Members-At-Large (3); and Ex Officio Members (2). After review by the President’s staff, the president makes policy recommendations to the Board of Trustees. The most notable endeavor into policy for research at SPSCC is the policy on Human Subjects. It is currently on the next Board of Trustees agenda for a second reading on 3/12. Once created, this policy will dictate the procedural guidelines for conducting research projects with human subjects at SPSCC. (4.B.3)
4.B. 4 Consistent with its mission and goals, the institution provides appropriate financial, physical, administrative, and information resources for scholarship, research and, artistic creation.
South Puget Sound Community College follows its mission and goals to provide faculty members with resources for scholarship, research, and artistic creation. This is supported by faculty being able to apply for and receive funding for grants, sabbaticals, summer/extended studies, and exceptional faculty awards. These opportunities provide faculty with professional development to develop new courses, learn new skills, or to enhance what they are already teaching.
The College adheres to the written agreement between by and between the Board of Trustees and Community College District No. XX1V Federation of Teachers Local Number 4603, AFT/AFL-CIO with reference to Sabbatical Leave Policy and qualifications for the Summer/Extended Studies Program in addition to the criteria for Professional Improvement Credits.
Insert –Examples of faculty projects over the last two years.
Still in process – have obtained report from Patrick Chapman and requested from four others
Insert – Excerpts from faculty contract and college handbook. Copy of handbook will be supplied as an exhibit.
Strengths-TBD
Challenges-TBD
Future Direction/Recommendations-TBD
4.B.5 Consistent with its mission and goals, the institution
Insert – List of funding over the last two years for grants, sabbaticals, summer/extended studies, and exceptional faculty awards. Have most of the information, but need to put into a chart format.
Insert – Sabbatical Suspension Statement for 2009-2010 Academic Year – From February 2009 Board of Trustee Minutes.
Faculty sabbaticals have been canceled due to budget constraints. The college will re-engage the process as soon as it is feasible to do so.
4. B. 6 Sponsored research and programs funded by grants, contracts, and gifts are consistent with the institutions mission and goals.
Funding for professional development is provided through the College’s Foundation Office, Carl Perkins Grants, Puget Sound Energy, etc. (still working on funding sources) – have most of the information, but need to put into a chart format.
A total of _ faculty received $_ of funding during (timeframe). See appendix _ for details.
Strengths-TBD
Challenges-TBD
Future Direction/Recommendations-TBD
4.B.7 – Faculty are accorded academic freedom to pursue scholarship, research, and artistic creation consistent with the institution’s mission and goals.
Analysis and Appraisal
The institution supports faculty freedom to pursue scholarship, research and artistic creation consistent with its goals. Faculty workloads and governor mandated limits on out-of-state travel might prevent faculty from fully utilizing the funds available.
Strengths
The institution encourages faculty to continue to develop their areas of expertise by supporting scholarship, research and artistic creation through the sabbatical, summer and extended studies and exceptional faculty awards. The monies granted to faculty support their work.
In 2007-2008 Kayana Hoagland received a one quarter sabbatical while Alan Baker was granted a one year research opportunity. In 2008-2009 Patrick Chapman and Diane Doss received one quarter sabbaticals while April Kindrick received a one year sabbatical.
Currently the institution further supports academic freedom by providing funding for faculty scholarship, research, and artistic creation by supporting both the exceptional faculty awards ($37,000 available for 2008/2009) and the summer and extended studies ($42,140 available for 2008/2009).
Challenges
None that I’m currently aware of. Clearly funding for these programs may be an issue in the coming year but that is outside of the control of the institution.
Recommendations
Continue to protect academic freedom for faculty both in the classroom and in their scholarly research by continuing current funding levels as best possible.